It's that time of year when my attention turns outside in and I take another long look at the role of internal communications. Sharing knowledge around the preparation and implementation of good internal communication strategies always leads me to emphasis the fact that you can't have good external relationships if your internal relationships are poor or neglected.
Relationships of all kinds give our organisations the permission they need to do what they do and to keep their licence to operate. Sadly, internal relationships often fall by the wayside with employees taken for granted by the organisation's leadership. Much has been made of employee engagement and the need to ensure that everyone is delighted, enthralled and active in the workplace - which is great but, as humans, it is a rare thing if this actually comes to pass, particularly in an era that features zero hour contracts, unsafe work spaces, stress, burnout and the odd oppressive boss. What might be considered 'gold standard' internal communication is swiftly cancelled out by bad behaviour - whether that's the boss, the colleague or the employee themselves.
So what's next for internal communication? We've already seen the evolution of titles - employee engagement executive, employee relations officer, chief happiness officer and so on - but have we actually seen an evolution of the role? I don't think we have but it is getting there. Many internal communicators have moved on from 'sending out stuff' and simply actioning executive demands for information sharing and tools like Slack and Trello have helped internal organisational culture move forward a little (although there are growing reports of task update fatigue as employees struggle to use the collaborative tools and actually complete their work).
My thinking is that there's some internal rethinking for organisations to undertake and that has to start with an audit of their people, values, culture, tools and systems. Each of these things informs the other and a cohesive, effective internal communication strategy can only be formulated once this is done (and if you need some help understanding just how it is done, then we can help).
Internal communication is everyone's responsibility but not everyone's area of expertise. Bringing people together, facilitating good relationships, developing a healthy values-based internal culture is the realm of the internal communications professional and always has been. Communicators for sure - but also connectors, facilitators and encouragers specialising in building a workplace culture where people are empowered not just to get the job done but to do a great job.
Worse than Boris Johnson clawing his way to power as UK Prime Minister is the news that he has appointed Dominic Cummings as his chief 'special adviser'. If you are unfamiliar with Mr Cummings, he was the mastermind behind the campaign that led to the Brexit referendum result. Previously Mr Cummings had been a special adviser to Michael Gove when he was head of Education in the UK.
Mr Cummings is a very, very smart man. Spend some time reading his blog (particularly this post which he leads with T S Eliot's The Hollow Men) and, if you work in public relations and communication management anywhere in the world, familiarise yourself with some of his views on our work. He has been portrayed by Benedict Cumberbatch in Brexit: The Uncivil War, which examined how manipulated, misleading and false information was compiled and distributed by the campaign organisers leading ultimately to a referendum result that subsequently tipped the UK into political chaos.
Along with the likes of Steve Bannon, Mr Cummings is intent on breaking systems and remaking society in the image he feels we deserve. His impatience and fractiousness with the conventional machinery of Whitehall seeps into his blog posts and pours into his actions. It is in some ways a justifiable impatience and I would generally agree that impenetrable and established organisations that operate 'for the sake of the system' need to be shaken, changed, improved and modernised but the motivation should be for the betterment of society rather than to prove a point or demonstrate how clever you are.
So why am I fearful? I am fearful because in his public expression of intent, his reformation of the UK's political system is an intellectual exercise motivated by a strong desire to prove he is unequivocally right about pretty much everything. I am fearful because the UK has an unelected, unqualified leader, known for his unruly, unreliable and narcissistic behaviours, who has instructed the machinery of government to be driven by an unelected adviser determined to break systems he abhors. I'm fearful for everyone who lives and works in the UK, for people on the Irish border, for people in Scotland, Wales and England who will have to deal with the disruption and difficulties about to ensue because, as with everything, it will be the people at the food banks who will be most affected by the machinations and applied intellectualism of the elite. It will be the families struggling to stay in their homes who will find the wolf at the door. It will be those seeking refuge and respite who will be pushed away and discarded. And it will be those who truly seek change who will find their way blocked, barricaded and refused as systems are rejigged to ensure power remains with the few at the ongoing expense of the many.
As for good communication, there is little hope of transparent engagement with publics. It will revolve around command and control. It will revolve around constructed communication designed to obfuscate and bewilder. As a journalist Johnson's perspectives waxed and waned entirely on the whim of his paymasters. As a prime minister, being good with words is not enough - ways and means must be found to end the division and nationalistic hatred so adroitly sown by both Johnson and Cummings during their Brexit campaign. A campaign fuelled by data analysis and algorithmic targeting designed to tap into the base emotions of the small minority needed to swing a vote that allowed some to cling to power and some the opportunity to break a system they despise. And I am fearful that the aims and ambitions of these new hollow men revolve around the manufacture of a new, impenetrable elite that values power at any cost.
AN UPDATE: Within 24 hours of Mr Cummings' appointment, Facebook was flooded with ads for the Conservative Party. The ruling party isn't planning for Brexit, it is planning for an election. This is a frighteningly clear example of data targeting being used to identify and exploit the emotional and economic vulnerabilities of marginal groups with a view to manipulating election results in order to retain power.
We change all the time. Every day, a little difference creeps into our lives and shifts the way we either work, play or view the world around us. Yet organisations and businesses struggle with change as if it were a dinosaur, unrecognisable in today’s world, out of place and time. Strange really that this should be the case but perhaps change becomes a challenge simply because organisations - of all sorts - fail to recognise that change is a constant in every life.
Change for the sake of it is rarely a good thing - my motto ‘just because you can doesn’t mean you should’ holds fast in this context. But without change we don’t grow. Our development is stilted and futures become uncertain. When change fails the likelihood is that the reason for change is uncertain, the people involved - and it is people who are at the heart of change - have been left unrecognised or ignored. Above all, change fails when communication and collaboration collapse in a crumpled heap at the feet of mismanagement or poorly executed governance.
Public relations and communication professionals have been at the centre of change management for decades - even before change management became a discipline in its own right. We know that organisations need to maintain critical relationships in order to keep their licence to operate and relationships, by their very nature, are subject to change.
When dealing with change we must deliver to outcomes and effective, timely delivery is driven by first asking (and answering) some simple but complex questions.
We can ask the questions, do the research, formulate a plan, implement excellence in communication and compete the change - but what about the stumbling blocks? The obstacles? Perhaps the biggest obstacle of all is an inadequate understanding on the part of the governance team as to why the change is taking place - and what life will look like once it has occurred. Reactive change implemented on the fly seldom succeeds. Purposeful change, driven by vision and mutually beneficial outcomes is the way to lead progress.
You can delve into acres of research, review countless methodologies and investigate the many alternative approaches to change management and all of it will be helpful. But at the heart of effective and productive change is the desire and willingness to improve the organisation, service or product, an understanding of the critical relationships that must be maintained with stakeholders and communities and ultimately, the delivery of tangible benefits to everyone involved.
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